Definitions Job satisfaction is a general attitude towards ones job: the difference between the amount of reward workers

receive and the amount they believe they should receive. -P. Robbins Any combination of psychological, physiological and environmental circumstances that cause any person truthfully to say I am satisfied with my job. -Hoppock Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals have toward their jobs. -Hugh J. Arnold and Daniel C. Feldman Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. -Andrew J DuBrins Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates. -Robert L. Kahn INTRODUCTION

Human life has become very complex and completed in now-a-days. In modern society the needs and requirements of the people are ever increasing and ever changing. When the people are ever increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of employees is very important for the organization to function successfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction.

Any business can achieve success and peace only when the problem of satisfaction and dissatisfaction are felt, understood and solved, problem of efficiency, absenteeism, labor turnover require a social skill of understanding human problems and dealing with them. Scientific investigation serves the purpose to solve the human problems in the industry.

Smith Kendall and Hulin have suggested job dimensions that represent the most important characteristics of a job about which people have affective responses, these are:-

a) Pay. b) The work (Nature of Job) c) Promotion d) The work group.

e) Working condition. f) Supervision.

a) PAY Salary does play a significant role in determining satisfaction. It is instrumental in fulfilling many needs. Money facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. More over, it can serve as symbol of achievement and a source of recognition. Employees often see pay as a reflection of organization. Fringe benefits have not been found to have strong influence on job satisfaction.

b) THE WORK ITSELF (NATURE OF JOB) Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By and large, employees want jobs that are challenging; they do want to be doing mindless jobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place.

In general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and burnout.

c) PROMOTION Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes in supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary.

d) WORK GROUP Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort.

e) WORK CONDITION The employees desire good working condition because they lead to greater physical comfort. The working conditions are important to employees because they can influence life outside of work. If people are require to work long hours and / or overtime, they will have very little felt for their families, friends and recreation outside work.

f) SUPERVISION Two dimensions of supervisor style: 1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation.

However, a comprehensive approach requires that may additional factors be included before a complete understanding of job satisfaction can be obtained. Such factors as the employees are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-contribute ultimately to job satisfaction.

JOB (DIS)SATISFACTION

Job satisfaction represents the constellations of persons attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers, promotion, etc., and of the particular weighting or importance one attaches to these respective components.

The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations. However they become convinced that factors of a social nature were affecting satisfaction with the job and productivity.

The traditional model of job satisfaction is that it consists of the total body of feelings that an individual has about his job. This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied.

Where in total they give rise to feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory any one of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide. Expectancy theory points to the importance of the individuals expectations of his job in determining job satisfaction. For individuals who have expectations that their job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectation is involved. What expect expectation of individuals will have of a job may vary. For a large number of reasons, some deriving form social others from individual causes. These proposing an expectancy theory usually regarded over all job satisfaction as a function of satisfaction with various elements of the job. Another theory that has dominated the study of the nature of job satisfaction is Herzbergs famous Two factory Theorys of job satisfaction. In this he claims that the factors which cause job satisfaction are separate and distinct from the factors which job dissatisfaction.

The factors causing job satisfaction, which level factors such as there relating to satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene factors are more concerned with conditions of work such as pay and supervision. At no time does Herzberg argue a job satisfactory, except may be for a short run.

Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from that causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfies hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.

He discovered that the key determinants of Job Satisfaction were Achievement, Recognition, Work itself, Responsibility and Advancement. (See Diagram Below)

That the Key Dissatisfies were Company policy and administration, Supervision, Salary, Interpersonal relationships and Working conditions. (See Diagram Below)

Hierarchy of Needs: Motivators and Hygiene Theory

His theory argues that the opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction

In summary, according to his theory ,the Factors leading to:Dissatisfaction Company policy Supervision Relationship w/Boss Work conditions Salary Relationship w/Peers Satisfaction Achievement Recognition Work itself Responsibility Advancement Growth

Philip apple while has listed five major components of job satisfaction as,

1. Attitude towards work group. 2. General workings conditions. 3. Attitude towards company. 4. Monetary benefits and 5. Attitude towards supervision Other components that should be added to these five are the individuals state of mind about the work itself and about life in general. The individuals health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative.

Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker. In other works if management could keep all the employees HAPPY, good performance would automatically follow. Charles Greene has suggested that many managers subscribe to this be life because it represent the path of least residence. Greenes thesis is that if a performance problem exists, increasing an employees happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenuous than happiness.Recent research evidence generally rejects the more popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly indicates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance.

Research also indicates that a high level of job satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they affect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to encourage employee satisfaction.

A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction results in behaviors detrimental to the organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that determine whether an individual is adequately satisfied with the job differ form those that determine whether he or she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation.

Motivation on the other hand, is largely determined by the value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is increased commitment to the organized which may or may not result is better performance.

The increased commitment normally will lessen the number of personnel related problems, Such as strikes, excessive absenteeism, tardiness and turnover.

REASONS FOR JOB (DIS)SATISFACTION

While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do no derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect job satisfaction. Thus, all those factors which provide a fit among individual variables, nature of job, and situational variables determine the degree of job satisfaction.

These factors are:-

1) Individual factors: Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age and other factors.

Level of education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied.

Age: Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When individuals join an organization, they may have some unrealistic assumptions about what they are going to drive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome.

Other factors: Besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favorable social and family life, he may not feel happy at the workplace. Similarly, other

personal problems associated with him may affect his level of job satisfaction. Personal problems associated with him may affect his level of job satisfaction.

2) Nature of job: Nature of job determines job satisfaction which is in the form of occupation level and job content. Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people: factory workers are least satisfied.

3) Job content: Job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment.

4) Situational variables: Situational variables related to job satisfaction lie in organizational context formal and informal. Formal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job important factors which affect job satisfaction are given below:

1. Working conditions: Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means job performance. Second, provision of these conditions affects the individuals perception about the organization. If these factors are favorable, individuals experience higher level of job satisfaction.

2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee-oriented supervision, there is more concern for people which is perceived favorably by them and provides them more satisfaction. In job oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction.

3. Equitable rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment by they also attach importance to opportunities for promotion that these job offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.

5 .Work group: Individuals work in group either created formally of they develop on their own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

5) Other factors determining Job Satisfaction: Union-Management Relations General Quality of supervisors Co-workers Ease to communicating to work Advancement opportunities Security Company prestige Working hours Recognition Autonomy Fair evaluation of work done Job Status IMPACT/RESPONSES TO JOB (DIS)SATISFACTION Exit-Dissatisfaction expressed through behavior directed toward leaving the organization. Voice-Dissatisfaction expressed through active and constructive attempts to improve conditions. Loyalty-Dissatisfaction expressed by passively waiting for conditions to improve. Neglect-Dissatisfaction expressed through allowing conditions to worsen.

Exit and Neglect behaviors encompass our performance variables (productivity, absenteeism, and turnover).

Voice and Loyalty are constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. Effects of Job (DIS)Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover.

1) Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.

2) Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker, 2. A happy worker is not necessarily a productive worker.

Ist view: It establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. IInd view: Says that a satisfied worker is not necessarily a productive worker, it explains the relationship between job satisfaction and productivity.

This relationship may be explained in terms of the operation of two factors:

a) Effect of job performance on satisfaction; and b) Organizational expectations from individuals for job performance.

1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in these factors does not hep to increase productivity though these factors increase job satisfaction. 2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance.

However, it does not mean that the job satisfaction has no impact on productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.

3) Absenteeism: Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism. (Further deliberation on this under Job satisfaction & Turnover & Absenteeism)

4) Employee turnover:

Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization.

Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. (Further deliberation on this under Job satisfaction & Turnover & Absenteeism)

Job satisfaction & Turnover & Absenteeism

There exists a consistent negative relationship between job satisfaction and absenteeism, but the correlation is moderate to weak.

Satisfaction is negatively related to turnover also, but the correlation is stronger than that found for absenteeism. An important moderator of the satisfaction-turnover relationship is the employees level of performance. Level of satisfaction is less important in predicting turnover for superior performers.

High

Employee Turnover
Job Satisfaction Low
vibes around.

Absence

Turnover & Absence

Policies to Counter Job Dissatisfaction

High

Employee dissatisfaction, if not dealt with, transforms into angst that stifles motivation, inspiration and high performance levels, and breeds discontent and attrition amongst organizations.

Employee dissatisfaction starts with a few murmurs and soon leads to a change in behavioral patterns, resulting in probably a slowdown in work and employees saying "no" to extra work. Employee angst not only propagates demotivation, but often goads an individual leave the company. It affects productivity and overall morale. Unhappy customers and a drought of passionate employees propagate politics at work and other integrity issues, making the overall situation difficult for both, the employee and the employer. Thus companies not only have to deal with high attrition, but also have to take measures to deal with the negative

The Human Resource department applies different policies to encounter dissatisfaction.

Dissatisfied employees are undesirable and hence to either avoid such dissatisfaction or to reduce it or to make the employees satisfied the Human Resource department uses different methods.

Some of the most common are:1. 2. 3. 4. 5. 6. 7. 8. 9. Fairness in all aspects of appraisals/ performance parameters. Indicated to the employees well in advance of policies. Establishing an ongoing feedback process to provide feedback to the employees on their performance. Adequate time-frame to all employees to improve performance. Make them realize that the urgency/seriousness of their performance reflects directly on the company's financials. Incentives/ bonuses to be rolled out in case performance is as per parameters laid down. Moral support from superior. Good and Free Flow of Communication (Two Way Communication) Allow participation in decision making upto certain level.

10. Introduce both monetary and non monetary benefits. 11. Introduce the new Organizational culture. 12. Implement 360 degree appraisal method. 13. Ensure continuous HRD (Training) for career development. 14. Provide sponsorship for employees further or higher education. 15. Transparent ways of handling promotions & upgradation.

The organization has to be very clear on what it promises to the employee and the employee has to be clear about how he/she sees that commitment or promises. The manager and the HR team has to be as realistic as possible with respect to the promises it makes to the employees.

Here the induction programme can make a difference. During the recruitment and induction stage, the manager and the HR department have to play a proactive role in spelling out to employees what they can expect. If he/she has enough clarifications, then the instances of expectations being unfulfilled will be much lesser.

Another idea that can be implemented is that of identifying good performers and then continuously keeping them challenged by understanding their aspirations and aligning them with the overall objectives and aspirations of the organization. Many organizations also assign mentors to such individuals to inspire them.

Another way to keep them happy is by continuously engaging them in arduous tasks that tickle their intellect and keep them on their toes. Also by establishing appropriate reward and recognition systems in place as wealth (here income through perks) creation opportunities are always a big motivator and driver.